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Project Implementation and Lessons Learned: A Vendors View
 

Project Implementation and Lessons Learned: A Vendors View

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Joe Boyce, PMP

Joe Boyce, PMP
Project Manager
joe.boyce@isoftnz.com
www.isoftplc.com

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    Project Implementation and Lessons Learned: A Vendors View Project Implementation and Lessons Learned: A Vendors View Presentation Transcript

    • Project Implementation and Lessons Learned: A Vendors View Joe Boyce, PMP Project Manager j o [email_address] www.isoftplc.com
    • Agenda
      • Introduction
      • iSOFT
      • Health Projects
      • Risks and Mitigation
      • Lessons Learned Process
      • Lessons / Recommendations
    • Introduction – Joe Boyce
      • iSOFT Project Manager
      • Project Manager responsible for the delivery of multiple projects and programs of work with District Health Boards in New Zealand and equivalent organisation’s in Australia 
      • Information Services at Auckland District Health Board with roles in support and project management.
      • Project Management Professional (PMP) 
    • iSOFT
      • Significant presence in New Zealand and Australia
      • Hundreds of projects each year
      • Private and Public Sector
      • Upgrades and new deployments
        • Patient Administration
        • Clinical Work Station
        • Laboratory and Radiology
        • Infrastructure
        • Pharmacy
        • Management
    • Health Projects: Unique, but the same… Project Management Professional (PMP®) ISO9001 LIC13879
    • Risks and Mitigation
      • Increased costs
      • Increases in the timeline
      • Increase in resource utilisation
      • Impacts on quality
    • Lessons Learned Process
      • New Zealand and Australia
      • Past three years
      • Formal Post Implementation Review
      • Informal Post Implementation Review
      • Direct observations and reporting
      • Independent peer reviews
      • External reviews (Audits)
      • Published Internally and externally to clients
    • Lessons Learned – Resources *
      • Estimation
      • Lead time
      • Quality and Ability
      • Utilise vendors in pre-scoping planning to assist in estimating
        • resource needs and contingency budgets
        • back fill contingencies that allow the attraction of the best people onto the project
      • Sourced both in-house and external for a cross section of skills and latest best practice (mixed teams)
      • A Business Analyst is required on the team to manage the business process change plan
    • Lessons Learned – Resources **
      • Resources from organisations/services that have recently implemented
      • Enlist a team member from the site or service that is next in line to implement so that the skills and knowledge can be passed along
      • Migration and Integration specialists are required
      • Longer projects require significant planning around this change freeze and resource non-availability
      • Mixed teams
      • Inter client/org/service
      • Technical Requirements
      • Christmas / New Year
    • Lessons Learned - Engagement
      • Governance
      • Business Process
      • Communication Plans
      • Change Management
      • Executive Level sponsorship is essential to the well being of the project
      • Business processes need to be fully documented at an early stage. Changes are likely. Document the end state
      • Communication Plans need to be developed and used
        • Updated
        • All stake holders - including vendors and clients project teams
      • Change Management needs to be active and driven by senior management across all levels
    • Lessons Learned – Testing
      • Testing Requirements
      • Strongly linked to the business process is a comprehensive Testing Plan
        • entries
        • exits
        • sign off
        • UAT process and resources
      • The appointment of Testing Manager with ownership is an essential element to success
    • Lessons Learned – Training
      • Training
        • learning the new application
        • new business processes to support it
        • training materials development
        • trainer development
        • effort often underestimated
      • Other constraints
        • availability of training facilities
        • familiarity of users with “Windows”
      • Establish and undertake a training needs analysis as part of the planning phase to keep this activity off the critical path
        • across the board issues (how to use a mouse)
        • specifically identified issues (how to ensure compliance with entry of Ministry of Health extract requirements)
    • Lessons Learned – Go Live
      • Report Management Plans (sub-project) implemented with appropriately resourced Analysts and Developers
      • The implementation of strong processes for username and password deployment to end users
      • The development and delivery of significant testing for document and label printing
      • Operational Reporting
      • Usernames & Password
      • Printing
    • Questions